Edward Hughes
Edward F.X. Hughes

Professor of Strategy
Professor of Preventive Medicine, Feinberg School of Medicine (Courtesy)

Print Overview

Professor Hughes, a physician, came to Kellogg from the National Bureau of Economic Research and Mt. Sinai School of Medicine in the City of New York. A graduate of the Harvard Medical School and Columbia University School of Public Health, he originally trained in General Surgery at Columbia-Presbyterian Medical Center, also in the City of New York.

In addition to his responsibilities at Kellogg, Dr. Hughes founded the University's Center for Health Services and Policy Research (now the Institute for Health Policy Studies) and served as its Director for seventeen years. He also served as the Director of Kellogg's Health Enterprise Management Program and is the founder of Kellogg's joint MD-MBA Degree Program. Professor Hughes has played a central role in the development of the Pharmaceutical/Biotechnology/Medical Device curriculum at Kellogg and for many years served as Co-Director of Kellogg's Biotechnology Program. He is also a Professor of Preventive Medicine in the Feinberg School of Medicine.

In addition to his academic responsibilities, Dr. Hughes is in his second year in the formal office of Past President of the Faculty Senate of Northwestern University, the senior governing body of the Faculty of the entire University. He served as President of the Faculty Senate at 2015-2016.

Dr. Hughes' research interests entail the pharmaceutical, biotechnology, and medical device industries; the efficient utilization of resources in healthcare; health policy and economics; managed care; and Leadership.

In addition to his teaching "Health Policy" and "Critical Issues in the Pharmaceutical, Biotechnology, and Medical Device Industries" in the Health Program, Professor Hughes teaches "Perspectives on Leadership," an elective course in the Management of Organizations Department. 

Areas of Expertise
Policy (Biotechnology)
Healthcare Management
Hospital/Physician Relations
Managed Care Systems

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Print Vita
MPH, 1969, Public Health, Columbia University
MD, 1966, Harvard University
BA, 1962, Philosophy, Amherst College

Academic Positions
Professor, Preventive Medicine, Feinberg School of Medicine, Northwestern University, 1977-present
Professor, Health Industry Management, Management, Kellogg School of Management, Northwestern University, 1977-present
Founder, Co-Chairman, Steering Committee, MD/MBA Joint Degree Program, Kellogg School of Management & The Feinberg School of Medicine, Northwestern University, 1986-1991
Director, Program in the Hospital and Health Services Management, Kellogg School of Management, Northwestern University, 1980-1983
Founder and Immediate Past Director, Center for Health Services and Policy Research, Northwestern University, 1977-1994
Acting Director, Health Economics, Community Medicine, Mount Sinai School of Medicine, City University of New York, 1974-1977
Lecturer, School of Social Work, Columbia University, 1972-1976
Director of Field Studies, Health Economics, Community Medicine, Mount Sinai School of Medicine, City University of New York, 1972-1977
Instructor-Associate Professor, Communitiy Medicine, Mount Sinai School of Medicine, City University of New York, 1969-1977

Honors and Awards
President, Faculty Senate, Northwestern University
Past President Faculty Senate, Northwestern University, 08/2016-07/2018
President Faculty Senate, Northwestern University, 08/2015-07/2016
President Elect/Vice-President, Faculty Senate, Northwestern University
Honorary Alumnus Award, Health Enterprise Management Program, Kellogg School of Management, 2011
Faculty Impact Award, 2009

Editorial Positions
Editorial Board, Journal of Health and Productivity Management, 2009-Present
Editorial Board, Journal of Clinical Outcomes Management, 1994-Present
Editorial Board, ManagedCare Interface, 1988-Present

Print Research
Research Interests
Health policy; health management; managed care; physician behavior; physician-hospital relations; health delivery systems; economics and quality of health care; pharmaceutical, biotechnology, and medical device industries; leadership

Dranove, DavidEdward F.X. Hughes and Mark Shanley. 2003. Determinants of HMO Formulary Adoption Decisions. Health Services Research. 38(1): 169-190.
Shortell, Stephen M., Robert H. Jones, Alfred W. Rademaker, Robin R. Gillies, David DranoveEdward F.X. Hughes, Peter Budetti, Katherine S.E. Reynolds and Cheng-Fang Huang. 2000. Assessing the Impact of Total Quality Management and Organizational Culture on Mulitple Outcomes of Care for Coronary Artery Bypass Graft Surgery Patients. Medical Care. 38(2): 207-217.
Hughes, Edward F.X. and Stephen Shortell. 1988. The Effects of Regulation, Competition, and Ownership on Mortality Rates Among Hospital Inpatients. New England Economic Review. 318(17): 1100-1107.
Prince, Thomas R.Edward F.X. Hughes and Stanley R. Pliska. 1979. An Assessment of the Validity of the Results of HCFA's Demonstration and Evaluation Program for the Early and Periodic Screening, Diagnosis and Treatment Program (EPSDT): A metaevaluation. Center for Health Services and Policy Research.
Book Chapters
Gillies, Robin R., Katherine S.E. Reynolds, Stephen M. Shortell, Edward F.X. Hughes, Peter Budetti, Alfred W. Rademaker, Cheng-Fang Huang and David Dranove. 2000. "Implementing Continuous Quality Improvement." In The Quality Imperative: Measurement and Management of Quality in Healthcare, edited by John R. Kimberly and Etienne Minvielle, 79-102. London, UK: Imperial College Press.
Hughes, Edward F.X.. 1988. Perspectives on Quality in American Health Care. New York: New York: McGraw Hill.

Print Teaching
Teaching Interests

Health policy; health care industry; managed care; pharmaceutical, biotechnology, and medical device industries; leadershi

Full-Time / Evening & Weekend MBA
Critical Issues in the Pharmaceutical, Biotech, and Medical Device Industries (HEMA-453-0)
This course provides an overview of the pharmaceutical, biotechnology and medical device industries. It explores their history, growth, organizational structure, vital statistics, recent performance, social contribution and prospects for the future. It examines the critical interrelationships between the firms within and across the three industries and the centrality of these interrelationships for product development and sales. Particular attention is placed on the regulation that impacts these industries and its implications for firm behavior, technological innovation, product development, adoption and costs, and marketing and sales strategies. Also addressed is the strategic management of firms in the three industries. The course is an elective for three majors: Health Industry Management, Biotechnology, and Technology and E-Commerce.

Perspectives on Leadership (KACI-467-0)
This course was formerly known as MORS 468 Managerial Leadership (Prof. Hughes) The goal of this dynamic and highly interactive course is to expand students¿ knowledge of the principles of Leadership and facilitate their application in practical, real-world fashion to the challenges that the students are facing, or will face, in their work setting, community and family. Students in the past have found the course enormously valuable in advancing their careers. The course contains content and exercises not found in any other Leadership course and may be taken as a complement to any other Kellogg Leadership course. The course begins with a quest for a definition of Leadership and then develops, in an interactive fashion, a framework to understand Leadership and its critical elements. Each of these elements is discussed in depth and practical applications emphasized. Varying Leadership styles are defined; their strengths, weaknesses and appropriate utilization explored. Guest speakers provide perspectives on how these principles of Leadership and styles can be effectively applied in entrepreneurial, large corporation, and not-for-profit settings. Among the speakers are Prof. Harry Kraemer and President Shapiro. Unique features of the course include a session on ¿The Toxic Boss¿, an all-to-common challenge facing Kellogg students; the powerful ¿One-on-One¿ Leadership self-assessment, and the ¿Book-O-Rama.¿ An emphasis on life-long learning and seizing every opportunity to learn permeates all aspects of the course.